With new rules on conducting an annual compensation risk assessment for publicly-traded companies approved by the SEC on December 16, 2009, each organization needs to perform an evaluation of its compensation program, paying special attention to the risk it is assuming with the policies and...

Many public companies are redesigning or have re-designed their incentive programs to ensure a link between performance achievement for the company and executive and performance achievement for shareholders. A disconnect stemming from faulty incentive design could expose an executive and the...

Despite being a keystone duty of a corporate board, CEO hiring and succession if often a governance afterthought. Pressures from the SEC and investors are driving boards to shape a coherent, responsible succession plan. Are you ready?

Privately-held companies (“Private Companies,” which include family owned and in some part not for profit) sometimes approach compensation very differently from publicly traded companies (“Public Companies”). While the compensation philosophies may be different, the total compensation...

This article discusses the increasing use of environmental, social, and governance (ESG) factors within executive incentive plans among publicly traded companies in the United States. These factors are meant to measure corporate sustainability, and their use in executive incentive programs...

Equity compensation for senior management of private equity owned companies is very different than that of publicly traded companies. While both types of companies share a common principle of rewarding management based on an increase in shareholder value, fundamental differences in the investors...

The effect of a stock buyback on an executive incentive program will depend on a variety of factors and is specific to each company and their unique incentive program design. Stock buybacks, which have increased in prevalence following the Tax Cuts and Job Act (2017), continue to be a...